The document discusses the Sustainable Performance Institute's Green Firm Certification Program. It provides an overview of the state of green building and design practices, highlights results from an industry survey showing gaps that firms need to address, and presents SPI's framework and certification process. The framework focuses on leadership, project delivery, partnering, infrastructure, and outcomes/metrics. It aims to help firms institutionalize sustainability and deliver consistently high performance.

1. THE GREEN ROUNDTABLE
SUSTAINABLE PERFORMANCE INSTITUTE
Green Firm Certification Program
Is Your Firm Ready?
BARBRA BATSHALOM
Executive Director

2. Agenda
1. Purpose of program
2. OVERVIEW: STATE OF THE INDUSTRY:
What’s not working and why?
3. WHERE THE COMMUNITY REALLY IS:
Industry Survey Results
4. DEFINING THE PATH TO EXCELLENCE:
Framework, Strategies, Metrics
5. DISCUSSION: Questions & Answers

3. ARE WE “THERE” YET?
With all the progress we’ve made to ‘green’ our built environment, we have a
long way to go. We face crises of climate change, public health, habitat
devastation and economic implosion – so the question remains:
What will it take to get “there” – to be on a path towards sustainability?

4. “END OF PIPE” SOLUTIONS AREN’T ENOUGH
Building codes and rating systems are “end of pipe” solutions. They help us
determine a target and allow us to measure what we’ve done. That’s important, but
not enough.
USGBC and LEED have dragged us (kicking & screaming) to a place where we finally
base our work on performance, using metrics and accountability – but that has not
been enough to go ‘up the pipe’ and transform professional practice.

5. WE NEED TO ADDRESS “THE ROOT” OF THE PROBLEM
The “root of the problem” is that we are still trying to use the same processes,
behavior and mindset to deliver a new product.
Green building, LEED, net zero – whatever the project’s goal is – we can’t succeed
without addressing our way of doing business. We need to reset our perceptions,
expectations and increase collaboration to succeed.
Design and construction companies who have done this have realized success and
delivered performance!

6. THE CLASSIC CHALLENGE
We are a “left brain” community struggling to address “right brain” problems!
As engineers, architects We’re less comfortable
and builders, we are dealing with “right brain”
generally logical, functions needed to
rational and analytical. implement sustainability
The “left brain” is initiatives: holistic
where we thrive, solving synthesizing, subjective
problems, delivering judgments, emotions and
solutions. creativity.
So we need a logical, methodological and rational approach to these issues.
The SPI green firm program has done that - and provided a framework
to translate behavior and culture to metrics and performance criteria.

7. HOW GREEN IS YOUR FIRM?
…INDUSTRY SURVEY RESULTS
Before we share our framework and metrics,
we’d like to share some context…
Our framework has evolved from over 10 years of working in the
industry and seeing the challenges companies face.
This industry-wide survey we conducted illustrates why our program is
needed and what we need to change to succeed .
Following are some summary excerpts of the survey. Complete
information and statistics can be found at the links below:
Links to blog with survey details:
Part 1: http://bit.ly/cuIrMa Part 2: http://bit.ly/dhwZvc

8. INDUSTRY SURVEY PARTICIPANTS
DESIGN & CONSTRUCTION COMPANIES
Of the hundreds who participated in the survey, there was an even
distribution between executive and senior company leaders and
company or project managers.
Firms varied in size from 10 employees to 45,000 (with the majority
being in the mid to large size companies)

9. LEADERSHIP & STRATEGY
Commitment to
Although public
sustainability is in
statements are
public mission
consistently focused on statement, website,
commitment to marketing materials?
sustainability, leadership
does not consistently
communicate that Leaders at all
expectation to staff. levels make clear
to staff that
Goals are not usually
SMART (specific,
sustainability is
measurable, attainable, part of the job?
time-bound) and there is
often a lack of clear
accountability structure “SMART” goals
for sustainability. are consistently
set for projects &
organization?

10. PROJECT DELIVERY
Clear performance Project management
targets not yet is rooted in an
being set for every integrative,
project (regardless collaborative
of whether its process?
pursuing LEED,
BREEAM, etc. or
not)
Every project
manager
Integrative design incorporates life
not yet consistently cycle costing into
used as the projects?
foundation for
managing projects.
All project
Inconsistent achieve clear
application of life- performance
cycle costing to
goals?
evaluate key
systems decisions.

11. INFRASTRUCTURE & SUPPORT
Green design and
Green specifications not
spec standards
always maintained or
used consistently.
are maintained &
used
Lack of clear roles and consistently?
accountability for
implementation of HR supports
sustainability. green practice:
performance
Critical tools and reviews, prof dev,
resources not always
etc
available and not used
consistently on projects.
Performance reviews Clear roles are
don’t evaluate defined &
sustainable design accountable to
capability for key roles. support
sustainability?

12. PARTNERING & COLLABORATION
All contracts,
Contracts and team
scopes & fees
structures often
create a barriers for
create conditions
integrative project conducive for
delivery. success?
Teams rarely map
their decision Roles, responsibilities,
making process
and decision making
to achieve key
performance processes mapped
targets. clearly on every
project?
Very little
proactive team
Consistent
building happens
among partners, teambuilding
between project with
commitments. partners?

13. METRICS – OUTCOMES - PERFORMANCE
Although 25% of Company has a
these companies program &
are not tracking strategies to reduce
anything, more its environmental
than 40% have impact over time
put some sort of
program in place
to reduce Company
environmental tracks (in any
footprint. way)
performance of
its portfolio
Over 30% are
beginning to track
the performance Not tracking
of their portfolio anything –
of work! either
operations or
portfolio!

14. OBSERVATIONS FROM THE FIELD
WE HAVE A LOT OF “GAPS” TO ADDRESS:
•LACK OF LEADERSHIP, COMMITMENT
•LACK OF ACCOUNTABILITY STRUCTURE
•LACK OF CONSISTENCY
•LACK OF INTEGRATIVE PROCESS
•LACK OF QUALITY CONTROL
•LACK OF TOOLS & RESOURCES
•LACK OF SHARED LEARNINGS
•DEPENDENCE ON LEED AS A CRUTCH
HUMAN NATURE DOESN’T HELP….
(DON’T WE JUST LOVE NEW THINGS?)

15. THE JOURNEY TO EXCELLENCE
DEFINING THE PATH
This way to excellence
? in sustainable design!
So now the question is…where are you on the path to design excellence?
If you have organizational “gaps” to close…what path will you take?
Our roadmap can help you.

16. THE ORIGINS OF SPI GREEN FIRM CERTIFICATION
SPI
EXCELLENCE IN DESIGN
PROFESSIONAL PRACTICE
A/E/C OWNERS
TRAINING HELPING TO CRAFT RFPs
CAPACITY BUILDING DESIGN TEAM SELECTION
PROJECT COACHING PROCESS FACILITATION
TOOLS & RESOURCES PEER REVIEW
GREEN FIRM BOOT CAMP STRATEGY
TRIBUTARIES LEADING TO
CREATION OF SPI CERTIFICATION
…Building on
12 years of work with A/E/C and Owners

17. WHAT IS THE SUSTAINABLE PERFORMANCE INSTITUTE (SPI)
•TOOLS
•RESOURCES
•TRAINING
•ORGANIZATOINAL
CERTIFICATION
SPI CERTIFICATION EVALUATES AND RECOGNIZES ORGANIZATIONAL CAPABILITY TO
DELIVER CONSISTENT, HIGH QUALITY SUSTAINABLE DESIGN SERVICES
…ACROSS ALL ASPECTS OF THE COMPANY AND AT ALL LEVELS
BEING CERTIFIED TELLS PROPERTY OWNERS THAT YOU ARE RELIABLE AND CAPABLE
Program Partners Include:

18. THE JOURNEY TO EXCELLENCE
Where are you? CONTINUOUS
IMPROVEMENT
RELIABLE
CAPABILITY
CERTIFIABLE
“EN ROUTE!”
ON YOUR
WAY
JUST
STARTING
OUT
Companies are at different places on their journey to achieving excellence in sustainability
practice. No matter where you are – SPI supports you – or recognizes your achievements!

19. SPI Certification Framework
LEADERSHIP STRATEGY & POLICY
PROJECT DELIVERY
TRULY
PARTNERING PROCESSES GREEN
FIRM
SUPPORT &
INFRASTRUCTURE
OUTCOMES & METRICS

20. LEADERSHIP PRODUCTION PARTNERING INFRASTRUCTURE OUTCOMES
For each category we will summarize:
• What it is
and then:
• Issues
• Solutions
• Metrics

21. LEADERSHIP
Commitment
Vision
Goals & Purpose
Clear accountability at all levels, in all departments
Strategic Plan to achieve goals over time
Policies that support goals and implementation

22. LEADERSHIP
ISSUES SOLUTIONS METRICS
Talk doesn’t Articulate clear goals Public materials
match actions Make expectations and Internal
Lack of SMART priorities clear communications
goals Shift culture to align SURVEYS !!!
Staff don’t feel with goals Accountability
empowered Implementation / structure
strategic plan
Mandate sustainability
on all projects

23. PROJECTS
EVIDENCE of CONSISTENT application of sustainable design principles as
a basis of design excellence – and ‘institutionalization’ of sustainability
approach
Integrative design & project delivery is the basis for project
management, on all projects
Clear performance goals, decision roadmaps and use of analysis to
inform decisions applied to all projects.
Clear decision-making mapped out to address key performance targets
Drawings, specifications and models consistently incorporate green
design standards.

24. PROJECTS
ISSUES SOLUTIONS METRICS
No clear goals Clear project goals Meeting notes /
Only ‘on IDP as a foundation agendas
demand’ for proj. mngmt. Workplans
Specs/dwgs not Workplans Analysis
consistent Life cycle costing and Drawings & Specs
Low other analysis Bldg. Certifications
performance Performance
tracking

25. PARTNERING
CRITICAL RELATIONSHIPS are highly collaborative
Creating “TEAMS” – project based and ongoing
proactive team building
Intentionally creating conditions conducive to success:
contracts, scope, deliverables, expectations
Enabling IPD and use of key tools, like BIM, amongst a
team

26. PARTNERING
ISSUES SOLUTIONS METRICS
Barriers to IPD Proactive team Scope/fee
building charrette
Lack of
intentional Project structure and Contracts
TRUST plan Minutes, agendas,
building Process Mapping workplans
No SURVEYS –
collaboration internal, external
plan

27. INFRASTRUCTURE
Tools and Resources (green products, analysis, etc)
Design/spec standards (institutionalized)
Professional Development through many methods
(team learning, project based coaching, lecture, etc)
HR: Handbook, performance reviews, job descriptions,
incentives (non financial)
Investment – ongoing – in projects, R&D, etc.

28. INFRASTRUCTURE
ISSUES SOLUTIONS METRICS
Lack of critical Clarify perf. Survey to all staff
tools expectations Handbook, office
Build critical tools manual
Lack of internal
Tie prof dev to New employee
standards orientations
institutional
Lack of effective performance goals Job Descriptions
prof. dev. plans Institute clarity in job Performance reviews
HR doesn’t descriptions, perf Templates for agendas,
support reviews workplans,
sustainability Intentional learning Tools & resources
goals and feedback Professional
Development plan

29. OUTCOMES
Track metrics and feedback loops for two
scales of your business:
• Portfolio-wide performance of projects over time
• Environmental footprint of your corporation

30. OUTCOMES
ISSUES SOLUTIONS METRICS
No feedback Request & track LEED – especially
loops! performance data EBOM – Estar, etc
No baseline or Start baseline and Standard letter /
plan to prioritize strategies communication
reduce to reduce footprint institutionalized
footprint Client Surveys
Environmental
Footprint baseline
begun, executed and
priorities identified.

31. RECOGNITION & TRANSFORMATION
Observations of best practices from SPI companies

32. Signs of Change…
positive changes that we’re seeing:
Clearer Roles & Accountability: Director of Sustainability, other…
Institutionalization of standard practices/processes (IPD)
Partnering: Proactive relationship building using BIM workshops
Investment in green on projects from overhead, even when
clients don’t ask for it
Change in workflow – moving integration function to earlier in
the project – lowering costs, reducing risk
Project performance improves !
Baseline projects meet LEED without extra effort

33. Importance of Being Intentional !
Successful firms have used a rigorous, strategic and systematic process.
Define Your Practice Now
•What’s your market?
•SWOT (strengths, weaknesses, opps, threats)
•What’s your baseline – how green are you now?
•What are your biggest challenges as a business?
•What are the key systems, processes and practices that
you use currently?
Set Your Goals & Indicators
•What are your BHAGs (big hairy audacious goals)
•SMART goals? SMART =
(specific, measurable, achievable, realistic & time-bound)
•What indicators & metrics will be tracked as feedback?
Define Strategies to Achieve Goals
•Both long and short term strategies
•Create early successes that you can measure
•Make sure indicators are tracked to adjust as needed

34. Set Your Goals & Indicators
What’s your vision for the future?
What are your goals?
Set achievable SMART* goals...
…understanding your current
capabilities, future vision, and how
you might get there.
*SMART = specific, measurable, achievable,
realistic, Time-bound

35. Choose Paths to Achieve Goals
Create a Strategic Plan to Achieve
Goals & Implement
…don’t forget:
•Identify and prioritize steps in the plan
•Assign people to be responsible for implementation
•Indicators & Metrics need to be tracked
•Reporting should occur regularly
•Put a timeline on achieving your goals
•Test and adjust the tactics

36. WHAT DEFINES ANY BUSINESS?
HINT: if you base your internal discussions of goal setting in the
context of basic business issues, you will have more ‘buy-in’.
Start by addressing these fundamental questions and then tie
sustainability back to them to understand your baseline:
(see the “Sustainability Sample Plan” on our website)
Profitability and Financial Management
Growth (expansion into different markets)
Staff Attraction and Retention (quality)
Quality Control - Consistency in design and delivery
Exposure/Liability
Management - staff and budget, company and project
Transfer of Knowledge and Knowledge Mngmt
Mentoring
Relationships
client (repeat and attraction)
consultants

37. SPI Certification Process
Dec 10
1. Register on our website Lock in
www.greenroundtable.org/certification Price
or email tova@greenroundtable.org
2. Intake information: company profile and context
3. Assessment and then one of two paths to certification:
3a. AUDIT ! (If sustainability is truly institutionalized)
3b. GAP identification (if you have “gaps” to close)
We can provide support to address gaps in policy,
strategy consulting, education & training, coaching
4. Certification
5. Annual, brief, Check-In
6. Every 3 years, re-certification

38. Owner and Company Endorsements
“Knowing a firm is certified tells me they
have the leadership & systems in place to
Lawrence Healey, back them up. It sets them apart, makes
Dir. Real Estate
them a leader”
Blue Cross/Blue Shield

39. Its in our hands

40. FOLLOW UP READING
Truth about green firms, “prequel”: http://bit.ly/greentruth
Links to blog with survey details
Part 1: http://bit.ly/cuIrMa
Part 2: http://bit.ly/dhwZvc
“The Integrative Design Guide to Green Building: Redefining the
Practice of Sustainability” by 7group, Bill Reed
“Integrated Project Delivery: A Guide”, AIA Nat’l, AIA CA
“Roadmap for the Integrated Design Process”, Stantec
ANSI standard for IPD – Whole Systems Integrative Process

41. Request a workshop in your area
Have “gaps”?
* Set “SMART” goals and identify strategies to achieve them
•Create an implementation plan to institutionalize
sustainability in an efficient, cost-effective way.
SPI Certification “Boot Camp” workshops can help:
½ day or 1 day format
Public, private or ‘team’ workshops possible
Working sessions to establish strategies
Contact us…

42. THANK YOU
THE GREEN ROUNDTABLE
617-374-3740
www.greenroundtable.org
info@greenroundtable.org
Linkedin:
Linkedin: green roundtable/nexus

43. Questions?
www.nexusboston.org/leed